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GCN : May 2015
GCN MAY 2015 • GCN.COM 27 ASC.ARMY.MIL such a project presents, including a half-day time zone difference between the two countries. The project is also highly visible be- cause it supports government-to-gov- ernment agreements critical to both countries’ interests, she added. “The relationship between these na- tions is vital to both,” Pearson said. They’re meeting security challenges they face today and “evolving to en- sure [they] can meet any potential challenge in the future, together.” To stay on schedule, she said, offi- cials have built contracts “in a way so work can be done [and paid for] when all are ready. This saves costs and is a more efficient way of contracting work.” The team has also been integrating the C4I side of the project throughout the design, construction and transi- tion, which results in fewer delays, she said. IT work is also contracted in pieces. “For example, we have an outside plant contract with one industry partner and another partner that will be doing im- plementation for general facilities and C4I-intensive facilities,” Pearson said. “This enables them to integrate their delivery approach and standardize the design to gain efficiencies with costs and schedule.” Because a flight to South Korea takes about 14 hours, Pearson said she established a forward team in that country to help manage the project — a boots-on-the-ground approach that enables the team to be more efficient and save money. “Projects always have their own set of challenges,” she said. “It is key that projects are actively managed as close to the physical location of the project as possible to minimize such challenges.” However, “merging offices and teams is not an overnight project, es- pecially when there is a significant time zone difference,” she added. “It takes a strong, dedicated, smart team of individuals who have the patience and willpower to overcome challenges inherent with such a task.” Her said her team has risen to the challenge. “I’ve found everyone usu- ally has something to offer,” Pearson said. “What’s important is you seek what [people are] good at and put them in that role. Most will amaze you if you put them in the right job.” • — Adrienne Anderson is a freelance writer based in northern Virginia. Think your agency’s network project is big? Try wiring a 3,500-acre installation to serve some 17,000 personnel — and managing it from 11 time zones away. The IT portion of the U.S. Army Garrison-Humphreys expansion plan is an $828 million effort that involves: • 140,000 voice and data outlets • Connections in more than 500 buildings • Migration of 65 C4I systems • More than 15,500 miles of conduit • Nearly 5,000 miles of cable To put the size in perspective, we’ve superimposed the outline of the current base (orange) and its expansion (green) on a map of downtown Washington, D.C . The USAG-Humpreys expansion plan White House Capitol Building Jefferson Memorial Arlington National Cemetery Key Bridge Washington Monument 0515gcn_026-027.indd 27 4/30/15 9:43 AM